To what extentĪre collective and interorganizational strategies employed as options by Question concerns frequency and the extensiveness of use. The purpose of this research is to address three broad questionsĬoncerning the small firm and the use of collective strategy. Interests, but is employed to mitigate conflicts between actors Collective action is not simply a mode of harmonizing Which typically does not have the market power to control these This is a particularly crucial decision issue for the smaller firm, In terms of increasing complexity and loss of autonomy (Provan, 1984). Need to control critical resources versus the costs of these agreements Organizational boundary spanning (Nielsen, 1988). Collective strategy can be seen as a form of Performance in the organizational field and thereby decrease theirĭependence relative to larger firms (Metcalf, 1976 Skinner, Donnelly TheyĪttempt to maintain options that can increase their power and & Leung, 1979) for interorganizational and collective strategy.
Possess the capabilities (Dollinger, 1984 Lazerson, 1988 Robinson,ġ982) and requirements (Astley, 1984 Bresser & Harl, 1986 Whetten
This viewpoint can be extended to smaller firms as well. More familiar product/market and corporate dimensions (Thorelli, 1986). It has been recommended that in the strategic management of a largeĬompany, the firm should think in terms of networks in addition to the
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